Blurring the Lines between Physical and Digital Spaces: Business Model Innovation in Retailing

Jocevski, Milan

doi:10.1177/0008125620953639

Cited by 55 publications

(32 citation statements)

References 29 publications

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“…11 greatest attention and investment to services, in particular click and collect and mobile applications across offline and online channels, rather than in-store technologies. This reinforces the importance of connecting digital and physical spaces to improve the customer shopping journey (Hoyer et al, 2020;Jocevski, 2020) In terms of actual types of technologies, retailers are tending to focus on those that drive information and convenience rather than customer experience.…”

Section: Fashion Retailer Innovation Adoptersmentioning

confidence: 97%

Tracking technology diffusion in-store: a fashion retail perspective

Alexander

Kent

2021

IJRDM

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PurposeContinuous change has long been recognized as a core characteristic of retailing, its recent acceleration unprecedented, yet innovation in retailing remains under-researched, especially within fashion retailing. Therefore, the aim of this paper is to generate a deeper understanding of if, and to what extent, fashion retailers across different market segments are innovating in terms of in-store technology diffusion over time by taking a long-term perspective over five years.Design/methodology/approachDrawing on retail change and innovation diffusion theory, the study takes a qualitative approach, using direct observation of 71 fashion stores in London (UK) in 2014 and 2019. In total, 142 stores were tabulated in Excel and qualitatively analysed manually and with NVivo.FindingsThe findings identify the innovation adoption strategies implemented, the types of in-store technologies adopted over time and the fashion retail innovation adopters.Originality/valueThe research offers new knowledge in terms of retail innovation and retail change, specifically on retail diffusion of innovation and the importance of in-store technology integration. Several practical implications for improving technology innovation management are also identified.

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Section: Fashion Retailer Innovation Adoptersmentioning

confidence: 97%

Tracking technology diffusion in-store: a fashion retail perspective

Alexander

Kent

2021

IJRDM

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“…Digital transformation profoundly changed the way firms innovate and secure competitiveness (Hanelt et al, 2020;Nambisan et al, 2019;Yoo et al, 2012). For instance, digital technologies such as the Industrial Internet of Things (IIoT) have allowed firms to make products and services smarter (Kiel et al, 2017;Porter and Heppelmann, 2014;Raff et al, 2020), blur the lines between physical products and digital services (Hanelt et al, 2020;Jocevski, 2020) and unlock vast innovation opportunities (Lanzolla et al, 2020). Yet, to reach the full potential of digital transformation, firms need to adopt digital platforms (Parker et al, 2016;Sandebrg et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms

2022

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Industrial manufacturers increasingly develop digital platforms in the business-to-business (B2B) context. This emergent form of digital platforms requires a profound yet little understood holistic perspective that encompasses the co-evolution of platform architecture, platform services, and platform governance. To address this research gap, our study examines multiple platform sponsors from an industrial manufacturing context. The study demarcates three platform archetypes: product platform, supply chain platform, and platform ecosystem. We argue that each platform archetype involves a gradual development of platform architecture, platform services, and platform governance, which mirror each other. We also find that each platform archetype is characterized by a specific innovation mechanism that contributes to the platform service discovery and expands the platform value. Our study extends the co-evolution perspective of platform ecosystem literature and digital servitization literature.

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“…BDA, using advanced analytical and computing techniques to synthesize large and heterogeneous data sets, can provide various descriptive, predictive and prescriptive analyses (Brinch, 2018). They, (a) on the consumer side, help the omni-channel retailing understand the market trends, preferences, and behavior at the segment, channel, and even individual consumer level (Jocevski, 2020), and (b) on the business side, support the omni-channel complex decisions and actions around when and where to order, make, hold and move the products (Wamba and Akter, 2019).…”

Section: Idt Applications and Omni-channel Research Gapsmentioning

confidence: 99%

Omni-channel integration: the matter of information and digital technology

Saghiri

Mirzabeiki

2021

IJOPM

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PurposeThis paper aims to explore how omni-channel data flows should be integrated by specifying what data, omni-channel agents and information and digital technologies (IDTs) should be considered and connected.Design/methodology/approachA multiple case study method is used with 17 British companies. The studies are supported by 68 interviews with the case companies and their consumers, 5 site visits, 4 focus group meetings and the companies’ archival data and documentations.FindingsThis paper provides novel frameworks for omni-channel data flow integration from consumer and business perspectives. The frameworks consist of omni-channel agents, their data transactions and their supporting IDTs. Relatedly, this paper formalizes the omni-channel data flow integration in the forms of horizontal, vertical and total integrations and explores their contributions to the adaptability of omni-channel, as a complex adaptive system (CAS). It also discusses that how inter-organizational governance mechanisms can support data flow integration and their relevant IDT implementations.Research limitations/implicationsThe breadth and depth of the required IDTs for omni-channel integration prove the necessity for omni-channel systems to move toward total integration. Therefore, supported by CAS and inter-organizational governance theories, this research indicates how data flow integration and IDT can transform the omni-channel through self-organization and autonomy capability enhancement.Originality/valueThis research’s recommended frameworks provide a robust platform to formalize data flow integration as the omni-channel's core driver. Accordingly, it moves the literature from a basic description of “what omni-channel is” and provides a novel and significant debate on what specific data should be shared at what levels between which agents of the omni-channel, and with what type of relationship governance mechanism, to assure omni-channel horizontal, vertical and total integrations.

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Blurring the Lines between Physical and Digital Spaces: Business Model Innovation in Retailing

Cited by 55 publications

References 29 publications

Tracking technology diffusion in-store: a fashion retail perspective

Tracking technology diffusion in-store: a fashion retail perspective

Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms

Omni-channel integration: the matter of information and digital technology

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